FOSTERING RESILIENCE THROUGH INCLUSION: THE ROLE OF INCLUSIVE LEADERSHIP IN THE WORKPLACE
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Department of Management Studies, M.O.P Vaishnav College, Chennai
Department of Human Resource Management, Stella Maris College, Chennai
Department of Human Resource Management, Stella Maris College, Chennai
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Abstract
This study investigates the impact of inclusive leadership on employee resilience within an organization. Utilizing a quantitative descriptive research design and convenience sampling of 119 employees, the study examined the relationship between inclusive leadership dimensions (fair treatment, openness, understanding in communication, and integration into the unit) and employee resilience. The findings reveal a statistically significant positive correlation and influence of inclusive leadership on employee resilience, accounting for 18.6% of its variability. Furthermore, the study found significant differences in employee resilience across age groups. The research underscores the critical role of inclusive leadership in fostering a resilient workforce capable of navigating organizational challenges and promoting overall well-being.
Keywords
Leadership Resilience Organisation Culture Openness Collaboration
Article Information
PUBLICATION DETAILS
Review Type:
0
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CC BY-NC 4.0
Volume/Issue:
Volume Volume 10, Issue 01
Review Rounds:
2
Article Type:
Research Article
Publication Date:
Feb 18 2026
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Silviya, D. L. ,. S. J. (2026). Fostering Resilience Through Inclusion: The Role of Inclusive Leadership in the Workplace. International Journal of Science, Strategic Management and Technology, Volume 10(01). https://doi.org/10.55041/ijsmt.v2i2.040
Silviya, D.S. "Fostering Resilience Through Inclusion: The Role of Inclusive Leadership in the Workplace." International Journal of Science, Strategic Management and Technology, vol. Volume 10, no. 01, 2026, pp. . doi:https://doi.org/10.55041/ijsmt.v2i2.040.
Silviya, D.S. "Fostering Resilience Through Inclusion: The Role of Inclusive Leadership in the Workplace." International Journal of Science, Strategic Management and Technology Volume 10, no. 01 (2026). https://doi.org/https://doi.org/10.55041/ijsmt.v2i2.040.
References
- Ain, Q. T., Baig, M. A., & Afaq, A. (2023). Impact of Inclusive Leadership on Employees’ Adaptive Performance: The Mediating role of psychological Capital in Education Sector. Journal of Development and Social Sciences, 4(4), 94- 103.
- Amir, M. T., & Standen, P. (2012). Employee resilience in organizations: Development of a new scale. In 26th Australian New Zealand Academy of Management Conference, Perth, Western Australia.
- Ashikali, T., Groeneveld, S., & Kuipers, B. (2021). The role of inclusive leadership in supporting an inclusive climate in diverse public sector teams. Review of Public Personnel Administration, 41(3), 497-519.
- Bannay, D. F., Hadi, M. J., & Amanah, A. A. (2020). The impact of inclusive leadership behaviors on innovative
- workplace behaviour with an emphasis on the mediating role of work engagement. Problems and Perspectives in Management, 18(3), 479.
- Bardoel, E. A., Pettit, T. M., De Cieri, H., & McMillan, L. (2014). Employee resilience: An emerging challenge for HRM. Asia Pacific Journal of Human Resources, 52(3), 279- 297.
- Bhandarkar, K. K., & Jadhav, S. (2022). Positive Psychology- A Catalyst Factor to Foster Employee Resilience. Journal of Positive School Psychology, 6(3), 6303-6317.
- Bradley, A. (2021). Growing Employee Resilience in a Perfect Storm of Change: Employee responses to large-scale organisational change amidst tumultuous external events in the vocational tertiary education sector in Aotearoa New Zealand. New Zealand Journal of Human Resources Management, 21(2).
- Christos, D. (2020). Perceived inclusive leadership and discrimination: The mediating roles of work and personal identities. University of Johannesburg (South Africa).
- Cooke, F. L., Wang, J., & Bartram, T. (2019). Can a supportive workplace impact employee resilience in a high pressure performance environment? An investigation of the Chinese banking industry. Applied Psychology, 68(4), 695-718.
Ethics and Compliance
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This article has undergone plagiarism screening and double-blind peer review. Editorial policies have been followed. Authors retain copyright under CC BY-NC 4.0 license. The research complies with ethical standards and institutional guidelines.
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